In megaprojects, changes in scope and organization may occur continuously. The purpose of this paper is to investigate how actors in a project network make sense of a safety-related process innovation introduced during the design phase.
An inductive single case study of an ongoing nuclear power plant project in Europe was employed to elucidate sensemaking processes using a narrative approach.
The empirical analysis yielded nine distinct narratives regarding the innovation each advancing a different account of the rationale for implementing the new method, and the subjects, objects and implications of the change. The findings suggest that actors’ differing framings of innovation may increase ambiguity and equivocality.
These insights augment existing knowledge of innovation management and system safety in safety-critical megaprojects by revealing project actors’ discrepant sensemaking processes with regard to innovations. To successfully manage sensemaking and its consequences for innovation adoption, managers need to take account of any such discrepancies in sensemaking processes.
